"FICHE CONTRADICTOIRE" Evaluation of the Visibility of EU external action

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1 "FICHE CONTRADICTOIRE" Evaluation of the Visibility of EU external action Recommendations: Responses of Services: Follow-up (one year later): Reaffirm, renew and strengthen the established image of EU external action. The EU should reaffirm, update and strengthen, but not necessarily seek to substantially change, the visibility strategy for its external action. Efforts should be made to improve the quality of that image however, particularly by communicating more on results and by avoiding raising unrealistic expectations. Deliver clear political strategies and messages Focus on communicating results Avoid raising unrealistic expectations by putting too much emphasis on the scale of EU funding etc. Fine-tune communication in politically sensitive areas such as conflict or migration that may even call for less EU visibility DG DEVCO already produced an ambitious communication strategy in With the new EU development policy "Agenda for Change" and its related messages, DG DEVCO has now a strong set of tools to communicate clearly and appropriately to contribute to strengthen the image of EU external action in Third countries. DEVCO communication package and tools are both oriented towards communicating results The new IP template for press related work puts more emphasis on results of our cooperation work than on the amount of EU funding The EuropeAid Communication Strategy was updated in the second half of 2013 and endorsed by management. It updates the political priorities by including, next to the Agenda for Change, the Communication 'A decent life for all' that gives the Commission's position on the Post MDG arrangements. The continuous and reinforced focus on results is being taken up in all our communication tools. This will be even further strengthened once the results framework is developed by the unit responsible for quality. The communication tools and support package is under continuous redevelopment and refinement. In 2013 the network with Delegations was strengthened, a work that will be the centre of attention in Work started as well on the revised Communication and Visibility Guidelines.

2 Provide stronger central direction and leadership for communication work on EU external action A single overall communication strategy for EU external action with complementary sectoral strategies is needed. The EU should also ensure regular close coordination and communication between services and establish an urgent action cooperation mechanism. Finally it should coordinate EU external action communication messages with EU Member States. A single overall communication strategy for EU external action is urgently needed Build complementary sectoral communication strategies around this overall strategy Ensure regular coordination on communication between services at both HQ level and in terms of common clear messages for the EUDs Establish a rapid reaction cooperation mechanism for agreeing communication messages in reaction to external events Coordinate EU external action communication messages with Member States DG DEVCO and the EEAS collaborate to have a consistent approach on all aspects of communication. DG DEVCO has set up its own communication strategy and works more closely with the EEAS on communication synergies. The Information and Communication Handbook for EU Delegations - which will be widely disseminated in early is a direct result of this collaboration. At the same time, it is considered that there is no "one size fits all" approach: Based on key messages defined by the EEAS, Delegations set up local and regional communication strategies reflecting their "on the ground experience", sensitivities and priorities. Sectoral communication activities are undertaken on an ad hoc basis (usually related to thematic events) Regular coordination is ensured by the DEVCO information and communication correspondents' network and through permanent contacts with Delegations regarding visibility and communication issues. ERIC (External Relations Information Committee) meetings, chaired by the EEAS, have been held since 2011 and are used for coordination between different external communicators For rapid reaction, the EEAS provides daily and also urgent Lines To Take, statements and guidance from HQ Collaboration with Member States is strongly encouraged at the Delegations' level. At HQ's level, working with Member States' development agencies communicators will be increased in 2013 in order to coordinate and harmonise messages and thematic highlights EuropeAid's strategy has been revised in 2013 and is fully in line with other DGs and institutions working on external relations. We have very close coordination and work relations with EEAS and its Strategic Communication Division. The Handbook is being revised jointly with the EEAS. All information and communication regional seminars are organised jointly with EEAS. Rapid reaction is guaranteed through our close working relations, especially with ECHO and EEAS. Sectorial communication strategies: a social media strategy has been developed that responds to the growing importance of these tools. 2

3 Agree that 'working in partnership' is an intrinsic part of the image of EU external action and a key message for communication. One of the key features of the way the EU works in international affairs is its continuing effort to work in partnership with other actors. The EU should therefore recognise 'working in partnership' is core to both its existing image and its approach to external action, and build its external action strategy around this principle. At the same time it should accept that some reduction of its own visibility is a by-product of such partnerships that can even in itself be positive. EU senior management should provide clear leadership on the balance of the trade-off they expect in that area. Adopt 'Working in Partnership' as a key communication message to promote as part of the desired image of EU external action Provide instruction on 'shared visibility' in the EU's communication strategy and guidelines Strengthen the listening side of the EU's public diplomacy Communicating on partnerships is already a priority (e.g. EU-AU strategy) Guidelines on EU visibility in actions led in partnership are already available, notably in a chapter entitled "Working with partners" of the draft Information and Communication Handbook for EU Delegations (see above) This is already a priority in several aspects: - with our beneficiary partner countries: the fact that our cooperation is designed and implemented jointly is one of our communication sub-messages under the area: 'our cooperation works'; - we reinforced our work relation with international partners like UN, WB etc in terms of the communication aspects; - any future EU Trust Fund will be accompanied by important communication measures; - preparatory work has already started on the upcoming EU/AU summit with regards to communication measures 3

4 The EU needs to manage sensitively the geographic and constituency variations in the visibility of EU external action. The EU's world-wide network of Delegations is a major asset in this respect. In Europe, communication with informed and critical audiences closest to home needs to be tackled with particular care and attention. Ensure communication strategies are well adapted to specific contexts Make full use of local knowledge in EU Delegations Design specific communication strategies for selected well informed and critical audience groups It is Delegations that set up local and regional communication strategies, them being therefore grounded on field ground experience and priorities A variety of stakeholders such as academics are among the target groups of the communication strategy - Communication Coordinators have been nominated in directorates at HQ and the same is in planning for all relevant Delegations - A working group has been set up on internal communication that will include work with Delegations 4

5 Pay special attention to the impact on visibility of the EU's specific nature. EU external action officials from all different services and institutions need to be very aware of the importance of projecting a single EU image. Promoting a well-coordinated EU image with Member States is highly desirable for all officials and particularly those in leadership positions. Close attention should be paid to policy coherence both in practical terms and in terms of external images and messages. Maintain a single clear common communication strategy Insist on a single EU image Consistently play down differences between different services and institutions Pay close attention to maximising policy coherence Ensure good on-going internal communication Use to the full existing tools for creating coordinated positions among Member States Establish a dedicated mechanism to promote coordinated communication Use Head of Missions meeting and exchanges to ensure coordinated communication Build on existing joint integrated strategies and include a communication element from the start Based on key messages defined by the EEAS, Delegations set up local and regional communication strategies reflecting their "on the ground" experience, sensitivities and priorities. Delegations and EU funded projects in partner countries are encouraged to communicate under the EU banner. The ERIC group (see above) ensures coordinated communication between the services The common EEAS/FPI/DEVCO Information and Communication Handbook for EU Delegations is a relevant example of a consistent approach and a strong signal to EU Delegations to encourage working in common. The position of press and information officer in Delegations should be strengthened (and closely associated to operations activities) in order to play a more efficient coordination role. A communication component should be included in the identification phase of each EU funded project. - All the said initial response is still valid. - We coordinate very well with EEAS Strategic Communication Division. - Seminars are organised jointly. - The ERIC groups allows for good formal and coordinated exchange. - In order to reinforce development related communication aspects, specific coordinators within Operations in Delegations are being nominated. 5

6 Review the distribution of resources for communication work particularly at the country level. Examine in particular the need for EU Delegations to perhaps have more resources and adequate expertise directly at their disposal. The funding of communication and information work in EUDs should also be reviewed in the light of their new political functions under the Lisbon Treaty. Review EU Delegation access to and control over resources for communication Learn the lessons from the experience of the Indonesia EU on pooling communication budgets Ensure EU Delegations have adequate capacity to monitor use of communication funds Lack of expertise in EU Delegations is one of the most challenging issues. Pooling projects' budgets (for EU Delegations with relevant management capabilities) can be one way to improve substantially the visibility of the EU Development cooperation work. Monitoring is essential. A reference to "best practices" is included in the draft Handbook (see above) 6 - Delegation s capacity is being reinforced through better training tools (regional face to face training; online training on communication; video conferences etc. - The Communication and Visibility Manual will be redone and should be very practical to be applied.